Everyone recognized Sally and Bill were great leaders. Sally led of her group for six years. Bill ran his group for two years under Sally’s leadership. Sally groomed Bill in the preceding year to replace her. After she moved on, Bill easily assumed the leadership position and started looking for his replacement. Developing employees into leaders prepares organizations for both attrition and unexpected opportunities. Both Bill and Sally understood the importance of developing their next leaders for continued organizational growth and sustainment of excellence.
Many supervisors are managers rather than leaders. They are not entirely to blame. Often they were never taught how to be leaders. Why should anyone expect them to be able to teach others how to lead. Managers manage resources; leaders lead people. If an organization only views their employees as resources, they manage rather than lead them. The result is poor performance, crisis after crisis, failure to complete projects, customer dissatisfaction, and lack of growth. Failing to groom today’s managers to become leaders begins a downward spiral in leadership. Supervisors who are not exposed to leadership principals cannot pass them down to their rising stars and the bench becomes weaker.
Organizations choosing to develop leaders sometimes loose rising stars to other organizations because of the lessons they learned. Often those leaders stay even when offered more money or other incentives. They recognize organizations that value leadership through training have more to offer than money. When one star moves on, the boss turns to the bench to replace the loss. Organizations that teach leadership never have a shortage of qualified leaders. They are always looking two or three levels down selecting and training their future leaders. They have depth on the bench so the loss of one quality person does not cripple the rest of the organization. These organizations recognize developing future leaders is the most important thing they do.
One up and coming leader recognized the importance of developing young leaders. He examined everything the new guys and gals needed to know. He recognized it would take hundreds of hours to teach them everything. He faced a choice to move forward teaching a little at a time, or to become overwhelmed by the size of the task and quit. He decided to start small, directing three of his proteges to read an article on leadership. The following week he brought them to lunch to discuss what they learned and what ways they could apply those lessons to their own activities.
At the end of the meeting, the manager handed out three copies of the latest book on leadership theory. He challenged them all to read it in a month and gave them a date for their next lunch together. He assigned one of the younger rising stars to facilitate the next discussion. Over the course of the month, the manager met with the young woman to check her reading progress. He taught her how to facilitate the discussion at the next meeting. She did a great job resulting in the other two employees begging for a chance to run the next session. Before long, the manager’s leader development program was recognized across the organization as a model for success. Soon the leader and his followers each were selected for other leadership assignments. The big boss looked at the bench and picked someone to replace each of them and continue the cycle one little step at a time.
Leadership development can be as simple or complected as one wants to make it. Starting slowly allows the organization and its current leaders to find what works. Whether you train your people or not, some stay and some accept other opportunities. Training your future leaders today ensures your bench has depth for the future. When one person leaves, you can bet there will be someone waiting to step up to the challenge knowing they will have the training and support necessary to succeed. In order to experience continued organizational growth and sustainment of excellence, organizations must develop their next level leaders’ skills to develop depth on their bench.
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1BN Boxing Team-Fraser Mummery from http://www.flickr.com/photos/73014677@N05/8491853894/in/photolist-dWoYj3-nP6dus-eTVQZn-nFA2Z9-88jr2T-8TLXPF-dUdUqs-9LsNd7-dU8iYa-dUdQwC-n5kvSj-8YcqLU-a1YCNe-dU8cMD-4n4HcF-4CPZhg-eaFCpK-dPgkkg-fCdH6m-fEfvJu-nFFVgg-5KAmwB-8ktTwC-e36jea-hE5oza-49HGS-fAzYDB-4CUy9J-bempLr-8kqWBn-nP7dAM-f7HJ24-8RF5To-rv5yd-dU8jjk-a2QE3r-8tihQC-GYc1M-9uwcTm-dUdQ5Y-oL3fTH-dU8hia-8ku5Rw-8kqUgt-ahCwjp-aVheZ-dM7t9r-Bo2Y4E-fCWz4n-deEtb9 cropped by author
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